PRB 2016 - VOLUME 1

Conditions of Service Statutory Boards and CommitteesUse of Non-Executive Directors19.5 In the past, it was as if customary for eminent personalities and other professionals to offer their contribution on a ‘pro-bono basis’ to serve on Boards and Committees in accordance with their speciality/field of competence. In foreign jurisdictions, this trend is still in practice.19.6 However, over time a reward system has been introduced in form of nominal fees with a view to meeting petty expenses in relation to their contribution/attendance at such boards and committees. It is worth highlighting that such fees are not meant to be a full compensation for the services rendered but rather a token payment.Remuneration of Non-Executive Directors19.7 The fundamental considerations in the determination of the pecuniary reward for non-executive directors include provision of reasonable compensation for their time, commitment and contribution at board meetings while ensuring that such reward is not seen as compromising on their independence in judgement and action.19.8 Reasonable compensation for determining the remuneration of Chairpersons and other Members of Committees normally depends on the following factors: (i) the number of board meetings per year the non-executive director is required to attend; (ii) whether he or she also forms part of a board committee such as the audit committee or the remuneration committee which involves extra duties and an additional time commitment; (iii) the eminence of the director - whether he is sought after for particular wisdom and expertise; (iv) organisation size - research shows a fairly clear relationship between the size of non-executive directors' fees and the size of the organisation; and (v) position - non-executive chairpersons are normally paid substantially more than ordinary non-executive directors. This differential partly reflects the additional time involved and partly the additional responsibility and public exposure that goes with this role.19.9 Maintaining objectivity and independence are critical to the effectiveness of non- executive directors. It is generally argued that if Directors become too dependent on their remuneration from an organisation on whose board they serve, they might not perform the independent role required of them by the relevant stakeholders. For this reason, the provision of other perquisites, over the fees payable, are generally to be avoided.Pay Review 2016 ~346~

Conditions of Service Statutory Boards and CommitteesRemuneration of Part-Time Chairman19.10 Since PRB Report 2003 and in other successive PRB Reports, we have recommended a formula for the remuneration of part-time Chairperson, linked with the salary of the Chief Executive, established through job evaluation.19.11 On the basis of the formula, the monthly fees payable to part-time Chairpersons of Statutory Boards are at the rate of 30% of the monthly basic salaries of their respective Chief Executives, subject to a maximum of Rs 28500. Whereas the fees payable to the part-time Chairpersons for which remuneration is on sessional basis are at the rate of Rs 1900 per sitting, subject to a maximum of Rs 7600 a month. In respect of Statutory Board with no Chief Executive, the monthly fee payable to the part-time Chairperson is determined/revised by the Standing Committee on fees and allowances. The formula used in determining the fees payable to a part-time Chairperson is considered to be fair, reasonable and still valid. We are, therefore, recommending accordingly, while revising the different quantum.Recommendation 119.12 We recommend that: (a) the monthly fees of part-time Chairpersons of Statutory Boards and Committees, which are currently linked to the salaries of their Chief Executives, should continue to be at the rate of 30% of the monthly basic salaries of their respective full-time Chief Executives, subject to a maximum of Rs 29925. (b) in respect of an organisation with no Chief Executive, the monthly fees of part-time Chairpersons should be reviewed by the Standing Committee mentioned at paragraph 19.24, taking into consideration the following: (i) the importance and status of the institution; (ii) the nature and volume of work devolving on the Board; (iii) the duties and level of responsibilities of the Chairperson; and (iv) the frequency of meetings. (c) the fees payable to part-time Chairpersons of Statutory Boards and Committees for which remuneration is on a sessional basis should be at the revised rate of Rs 1995 per sitting, subject to a maximum of Rs 7980 a month.Actingship as ChairpersonRecommendation 219.13 The Bureau recommends that a Vice-Chairperson or any other member who presides over board meetings held in a month in the absence of the substantive Chairperson (while the latter is in the country) should be paid ~347~ Pay Review 2016

Conditions of Service Statutory Boards and Committees an allowance equivalent to 50% of the monthly fees payable to the substantive Chairperson. Where the Chairperson has been replaced by more than one person and for only part of the month, the amount should be shared on a pro-rata basis.19.14 The Bureau also recommends that a substantive Chairperson, who is absent during a whole calendar month, should not be paid any fees, except if he is on official mission for the board and when he is absent from the country, the Vice-Chairperson or any other member who chairs the board meetings should be paid the full allowance payable to the Chairperson.Double PaymentRecommendation 319.15 We recommend that a Vice-Chairperson or any other member, who chairs board meetings when the substantive Chairperson is absent from the country and is paid the full allowance payable to the substantive Chairperson, should not be eligible for payment for attendance as member during the same month.Resignation of ChairpersonRecommendation 419.16 We recommend that, in case of resignation of a Chairperson and pending the appointment of a new Chairperson, the chairmanship should continue to be carried out by the Vice-Chairperson, if any, or by any other member designated by the Board and the latter should be entitled to the full allowance prescribed.19.17 We also recommend that, in case the chairmanship is carried out on a rotational basis with the agreement of the Board members, the full monthly allowance normally payable to the Chairperson should continue to be apportioned among the acting Chairpersons.19.18 In the context of this Review, it has been reported that implementation problems have cropped up when a Chairperson resigned from his office to take up the chairmanship of another organisation at any time in a month. The payment of the fees to the two Chairpersons constitute a double payment. We are, therefore addressing the issue.Recommendation 519.19 We recommend that whenever a Chairperson resigns from his office and takes up the chairmanship of another organisation, he should be paid the fees on a pro-rata basis.Pay Review 2016 ~348~

Conditions of Service Statutory Boards and CommitteesMembers of BoardsRecommendation 619.20 We recommend that members of Statutory Boards and Committees be paid a fee of Rs 890 per sitting. A member other than the Chairperson, who is called upon to chair sub-Committees, should be paid an additional fee of Rs 305 per sitting, subject to a maximum of Rs 1220 monthly. A member who sits in sub-Committees should be paid a fee of Rs 815 per sitting.Recommendation 719.21 We recommend that the fees presently payable to officers acting: (a) as Secretary to Statutory Boards and Committees; and (b) as Secretary to sub-Committees should be Rs 1225 and Rs 615 respectively.Recommendation 819.22 We recommend that Chairpersons and Members of Statutory Boards and Committees travelling by car to and from the place of meeting should be paid a commuted travelling allowance of Rs 230 per sitting. Those travelling by bus should be paid a commuted travelling allowance of Rs 60 per sitting or refunded the travelling expenses incurred. These allowances should not be payable to Non-Executive Chairpersons who are beneficiaries of an official car or who do not have to travel exclusively to attend the meeting.Standing Committee19.23 At present there is a Standing Committee on Fees and Allowances operating/set up under the chairmanship of the Ministry of Civil Service and Administrative Reforms and comprising the Financial Secretary and the Director, Pay Research Bureau. It deals with all new cases for the determination of fees payable and with requests for determination of allowances payable to chairpersons, members and secretaries appointed to sit on adhoc Committees or Fact-Finding Committees or Courts of Investigation.Recommendation 919.24 We recommend that the Standing Committee on Fees and Allowances under the chairmanship of the Ministry of Civil Service and Administrative Reforms and comprising the Financial Secretary and the Director, Pay Research Bureau should be maintained. ~349~ Pay Review 2016

Conditions of Service Statutory Boards and CommitteesRecommendation 1019.25 We recommend that the Standing Committee should continue to be responsible for the determination of allowances payable to chairpersons, members, secretaries and other supporting staff of ad hoc Committees in line with approved criteria, as guidelines.Recommendation 1119.26 We further recommend that the fees payable to Chairpersons, Members, and Secretary of Commission of Enquiries set up by the President of the Republic be determined on a case to case basis by the High Powered Committee. ************Pay Review 2016 ~350~

Conditions of Service Rodrigues and the Outer Islands 20. RODRIGUES AND THE OUTER ISLANDS20.1 The Conditions of Service specific and applicable to public officers of Mauritius who are on tour of service in Rodrigues and the Outer Islands (Agalega and St. Brandon) are outlined in this Chapter. Some of these specific conditions also apply to officers on the establishment of the Rodrigues Regional Assembly (RRA) posted in Mauritius.20.2 It is presently binding on all public officers of Mauritius to serve on a tour of service in Rodrigues and the Outer Islands, as and when required, notwithstanding their terms of employment.Recommendation 120.3 We recommend that it should continue to be binding on all public officers domiciled in Mauritius to serve on a tour of service in Rodrigues and the Outer Islands - Agalega and St. Brandon, as and when required, notwithstanding their terms of employment.CONDITIONS OF SERVICE SPECIFIC TO MAURITIAN OFFICERS20.4 Mauritian public officers from the civil service and parastatal bodies are posted on tour of service to Rodrigues and the Outer Islands to palliate the shortage of qualified staff, to provide professional and technical expertise, and to ensure the continued service delivery of various departments and outstations. As regards public officers domiciled in Rodrigues, they are usually sent to Mauritius for training and placement purposes and on rare instances are posted in Mauritius.20.5 For officers serving on a tour of service in Rodrigues and the Outer Islands, a disturbance allowance is paid to compensate them for their distant posting and to cater for household expenses as well as for the disruption of family and social life. These officers also benefit from rent free accommodation and enhanced vacation. Similarly, officers from the RRA posted in Mauritius are paid additional allowances.Tour of Service in Rodrigues20.6 Currently, Mauritian officers are paid a monthly disturbance allowance of 25% of their respective gross salary (basic salary plus salary compensation at approved rates) for serving on a tour of service. A tour of service is generally of 12 months’ duration but it may be of a shorter period for exceptional cases. The payment of the disturbance allowance is limited to three tours of service. However, in exceptional cases it is paid for stay beyond three tours of service subject to the approval of the Ministry of Civil Service and Administrative Reforms (MCSAR). Free accommodation is also provided to Mauritian public officers posted in Rodrigues. ~351~ Pay Review 2016

Conditions of Service Rodrigues and the Outer Islands20.7 In the context of this review, representations have mainly been to increase the rate for disturbance allowance. The Bureau considers that the present rate is appropriate and with an increase in the salary, the quantum of the disturbance allowance will also increase.Recommendation 220.8 We recommend that: (i) the duration of a tour of service in Rodrigues should generally be of 12 months’ duration; (ii) the duration of a tour of service can be of shorter period but not less than six months for exceptional cases such as the non- availability of qualified staff in certain scarcity areas, subject to the approval of the MCSAR; (iii) payment of the monthly disturbance allowance should be 25% of gross salary for the duration of a tour; (iv) payment of the disturbance allowance should, save in exceptional circumstances and subject to the approval of the MCSAR, be limited to three tours of service only; and (v) Mauritian officers posted in Rodrigues on a tour of service should continue to benefit from rent-free accommodation or quarters.Inducement Allowance20.9 Certain categories of professionals in scarce supply are posted on a tour of service in Rodrigues and they are paid an inducement allowance of 50% of monthly salary instead of the disturbance allowance.20.10 The MCSAR determines the categories of people entitled to the inducement allowance and approves the payment of the allowance.20.11 Whenever Specialist/Senior Specialists are posted for short duration in Rodrigues and are accommodated in fully furnished rent-free quarters/houses, they are paid inducement allowance on a pro-rata basis for the duration of stay. The inducement allowance is not payable to officers who are provided with board and lodging in hotels for the duration of their tour.20.12 While we recognise that in Rodrigues the configuration of the labour market has changed and we believe that there is an increasing pool of local talent, there is still need to attract professionals or experts in specialised fields in some scarce domains. The provision for the payment of the inducement allowance is, therefore, being maintained.Pay Review 2016 ~352~

Conditions of Service Rodrigues and the Outer IslandsRecommendation 320.13 We recommend: (i) the payment of inducement allowance of 50% of the monthly salary to certain categories of professionals in scarce supply and posted on a tour of service in Rodrigues subject to the approval of the MCSAR; (ii) the payment of the inducement allowance of 50% of the monthly salary on a pro-rata basis to those Specialist/Senior Specialists posted for short duration in Rodrigues and who are accommodated in fully furnished rent-free quarters; and (iii) that the inducement allowance should not be payable to officers who for one reason or another are provided with board and lodging in hotels.Allowance to Rodriguan Officers coming to Mauritius on Training20.14 Rodriguan officers coming to Mauritius on training are presently paid an allowance equivalent to 50% of salary for the duration of the course together with rent-free quarters. Those officers who cannot be provided with quarters are paid an allowance of Rs 2400 monthly as assistance towards payment of rent. We are maintaining the existing provision and revising the quantum of assistance towards payment of rent.Recommendation 420.15 We recommend that officers domiciled in Rodrigues and coming to Mauritius on training should continue to be paid an allowance equivalent to 50% of the monthly salary for the duration of the course; and those officers who cannot be provided with quarters be paid an allowance of Rs 2600 monthly as an assistance towards payment of rent.Officers Performing Duties in a Higher Capacity20.16 At present, the disturbance allowance or inducement allowance for those officers, who are called upon to act in a higher capacity or are assigned duties of the higher post in the hierarchy, is computed on the basis of aggregate earnings (basic salary plus salary compensation at approved rates plus acting/responsibility allowance). We are maintaining this mode of computation which is appropriate.Recommendation 520.17 We recommend that the disturbance allowance or inducement allowance of officers who are called upon to act in a higher capacity or assigned duties of the higher level should be computed on the basis of aggregate earnings (basic salary, salary compensation at approved rates plus acting/responsibility allowance). ~353~ Pay Review 2016

Conditions of Service Rodrigues and the Outer IslandsOther Conditions20.18 A Mauritian public officer posted to Rodrigues for a tour of service of a minimum period of 12 months is eligible for the following: (a) Passages (i) one free passage, to and from Rodrigues, for himself, his spouse and up to three dependent children below the age of 21; and two additional free tickets to Mauritius to married officers in case the tour of service is extended for another 12 months; (ii) one free return ticket from Rodrigues for medical treatment in Mauritius in respect of himself or any immediate member of his family, as at sub-paragraph (i) above, provided a Government Medical Officer certifies that such medical treatment is not available in Rodrigues and cannot safely be postponed until the end of his tour of service; (iii) two free return tickets from Rodrigues for medical treatment in Mauritius in respect of himself or any immediate member of his family, as at sub-paragraph (i) above, provided a Government Medical Officer certifies that such medical treatment is not available in Rodrigues and cannot safely be postponed until the end of his tour of service, and that the patient needs to be accompanied; and (iv) one additional free return ticket to Mauritius to single officers in case the tour of service is extended for another 12 months. Note: The entitlement of free return tickets, under sub-paragraphs (i) and (iv) above, is limited to three tours of service only. (b) Transport (i) free transport by sea of his personal effects to the extent of six cubic metres; and (ii) free transport by sea of his car/jeep/ motorcycle/bicycle subject to the approval of the Prime Minister’s Office; provided that the total volume of (i) and (ii) does not exceed 12 cubic metres. (c) Enhanced Vacation Leave (i) an officer domiciled in Mauritius, when posted to Rodrigues for a tour of service, earns during the period of his service there, vacation leave at the rate of 50% more than what he is eligible for in respect of that period; (ii) the additional leave granted under sub-paragraph (i) may be accumulated over and above his normal entitlement; andPay Review 2016 ~354~

Conditions of Service Rodrigues and the Outer Islands (iii) an officer on a tour of service in Rodrigues is not allowed to enjoy vacation leave, save in exceptional cases, subject to the approval of the Island Chief Executive.Recommendation 620.19 We recommend that the special conditions in connection with passages, transport and vacation leave to which an officer who is domiciled in Mauritius and posted to Rodrigues is entitled to should be maintained.20.20 We also recommend that an officer, on his return to Mauritius at the end of his tour of service, should be given priority of consideration to take his earned vacation leave.Rodriguan Police Officers posted in Mauritius20.21 Rodriguan Police Officers when posted in Mauritius are paid a disturbance allowance of 25% of monthly salary and are eligible for free passages.Recommendation 720.22 We recommend that a disturbance allowance equivalent to 25% of monthly salary should continue to be paid to Rodriguan Police Officers posted on a tour of service in Mauritius.20.23 We further recommend that an officer domiciled in Rodrigues and posted to Mauritius should be eligible for: (i) one free passage, to and from Mauritius, for himself, his spouse and up to three dependent children below the age of 21; and two additional free tickets to Rodrigues to married officers in case the tour of service is extended for another 12 months; and (ii) one additional free return ticket to Rodrigues to single officers in case the tour of service is extended for another 12 months.CONDITIONS OF SERVICE SPECIFIC TO MAURITIAN OFFICERS POSTED TO THEOUTER ISLANDS - AGALEGA AND ST. BRANDONTour of Service and Disturbance Allowance to Mauritian Officers20.24 Mauritian public officers are also required to serve in the Outer Islands, namely Agalega and St. Brandon on a tour of service which normally varies from four to six months. The duration of the tour of service in the Outer Islands is most of the time dependent on the movement of vessels to these islands. The monthly disturbance allowance payable to these Mauritian officers is 60% of their gross monthly salary.20.25 Federations have mainly represented for an increase in the rate of the disturbance allowance. The Bureau considers that the disturbance allowance payable to concerned officers at the rate of 60% of their gross salary ~355~ Pay Review 2016

Conditions of Service Rodrigues and the Outer Islands compensates adequately the shorter duration of tour of service and the prevailing working conditions there.Recommendation 820.26 We recommend that the monthly disturbance allowance of 60% of gross salary (basic salary plus salary compensation at approved rates) payable to officers on a tour of service in Agalega and St. Brandon should be maintained.20.27 We also recommend that the monthly disturbance allowance payable to these officers be pro-rated with respect to the duration of their stay in these islands.Vacation Leave20.28 Mauritian officers while on a tour of service in Agalega or St. Brandon, presently benefit from enhanced vacation leave such that they earn vacation leave at the rate of 50% in addition to what they are entitled to for that period. This provision is being maintained.Recommendation 920.29 We recommend that Mauritian officers on a tour of service in Agalega and St. Brandon should continue to earn vacation leave at the rate of 50% in addition to what they are eligible for in respect of that period.20.30 We further recommend that these officers, on their return to the main land at the end of their tour of service in Agalega and St. Brandon, should be given priority of consideration to take their earned vacation leave.Special Conditions20.31 An officer who is posted to the Outer Islands, Agalega and St. Brandon, is eligible for one free passage for himself, his spouse and up to three dependent children below the age of 21 and rent-free government quarters.Recommendation 1020.32 We recommend that the special conditions in respect of passages and rent-free government quarters which an officer who is posted to the Outer Islands is entitled to be maintained.Enhanced Pension Benefit20.33 The period during which a Mauritian citizen serves as a public officer in Agalega or St. Brandon is presently reckoned as pensionable service at the rate of two times.Recommendation 1120.34 We recommend that the existing provision be maintained. ************Pay Review 2016 ~356~

Conditions of Service Implementation Process and Post Review Mechanism21. IMPLEMENTATION PROCESS AND POST REVIEW MECHANISM21.1 The Pay Research Bureau is an independent and permanent institution for the review of Pay and Grading Structures and Conditions of Service in the Public Sector. For each of its previous Reports, there has always been a chapter regarding the implementation process and post review mechanism to ensure successful and consistent implementation of our recommendations and at the same time set the scene for the way forward.Prevailing Environment21.2 It is significant to note that we have emphasised, in our previous Reports, that a review of Pay and Grading Structures and Conditions of Service in the Public Sector has to be treated as an organic whole since all the recommendations contained therein are inextricably intertwined. Any piecemeal implementation regarding adjustment of salaries and review of organisation design is bound to cause distortion of salary relativity which is itself the basis of job evaluation. The conversion policy adopted following the EOAC Report further exacerbated the distortion.21.3 It is also worth mentioning that in the process of salary administration, it is essential that following a major review exercise involving heavy financial costs, an appropriate time lag needs to be allowed to implement and assimilate the recommendations to measure the effectiveness and impact on the service delivery and efficiency of institutions.21.4 As we move forward in the preparation of this Report and make recommendations for implementation, we have kept in mind the post review events following the 1993 PRB Report (the CSAT Award of 26 September 1993), the 1998 PRB Report (the Adhoc Committee Report (Heeralall) released in the year 2000), and the 2013 PRB Report (the EOAC Report released in May 2013 and the Committee Report released in February 2014) with a view to easing the tense industrial environment.Implementation Costs21.5 The unpredictability of the world economy and new challenges arising have rendered our economy vulnerable and may, in the long term, affect our resilience and macro-economic stability. The current global economic situation, therefore, commands fiscal discipline and close monitoring of public expenditure, the moreso that Government finances, although not alarming, are by no means comfortable. It is against this backdrop that we have carried out the present general pay review exercise within the limits of national affordability and social acceptability. ~357~ Pay Review 2016

Conditions of Service Implementation Process and Post Review Mechanism21.6 The gross additional annual financial implications on account of implementation of the various recommendations of this Report including pay and conditions of service sums up to be around Rs 3 billions.Effective Date21.7 The date of implementation of this Report would in principle be 01 January 2016 in line with the EOAC Report 2013 recommendation as approved by Government. Accordingly, recommendations relating to both pay and allowances, facilities, benefits and other conditions of service shall take effect simultaneously and prospectively unless specifically stated otherwise.Conversion21.8 (i) The converted salaries effective from the date of implementation of this Report which is 01 January 2016 should be in accordance with the master salary conversion table at Annex of each volume of this Report and as explained in the ensuing paragraphs. (a) The first row of the conversion table indicates the numerical position of the salary point in the master salary scale of the 2016 PRB Report as shown at the foot of the table. (b) The second row indicates the basic salary effective as from 01 January 2013. (c) The gross salaries as at 31 December 2015 inclusive of the extra remuneration, is at the third row of the conversion table. (d) The fourth row indicates the basic salaries payable as from 01 January 2016. (ii) Conversion to the revised salaries should be effected after the grant of the normal annual increment due to officers on the 01 January 2016. (iii) An officer whose salary point converts to a point in the master salary conversion table which is less than the initial salary recommended for his grade should draw the initial salary of his grade. (iv) Where more than two salary points convert to the initial of a recommended salary scale, the conversion should be made in such a manner that only two salary points convert to one point in the recommended scale; for example, the first and second salary points shall convert to the first point, the third and fourth to the second point, and the fifth and sixth to the third point and so on and so forth. The corresponding converted salary shall be applicable as from 01 January 2016.Pay Review 2016 ~358~

Conditions of Service Implementation Process and Post Review Mechanism (v) Officers in Trainee grades, in post as at 31 December 2015, whose salary as at 01 January 2016 does not convert to a salary point in their salary scale should, on a personal basis, be granted the corresponding converted salary in the master salary scale. (vi) Officers who, as at 31 December 2015, were already drawing more than the top of their salary scale as a result of the grant of long service increment(s) or movement in the master salary scale by virtue of a specific recommendation should convert in the normal manner either in their salary scale or in the master salary scale, on a personal basis. (vii) Officers who have been granted flat salaries in this Report and whose conversion is not provided in the conversion table shall convert to the recommended flat salary for the grade. (viii) Eligibility for the grant of any salary compensation in the years after implementation of this Report should be determined after the grant of the normal annual increment due to officers on 01 January of each year such that a basic salary point has only one gross salary inclusive of salary compensation.Long Service Increment(s)21.9 Long Service Increment(s) (LSI) are additional increments, over and above the top of a salary scale, read from the master salary scale that are granted to officers who have stayed in a single grade for at least 24 years and have reached the top salary of their respective salary scale. The first increment under this provision becomes due only after an officer has stagnated at the top of his/her salary scale for two years. Subsequently, the officer becomes eligible for a second and final increment after having stagnated at the next salary point above the top of his/her salary scale for another two years.21.10 The philosophy of this specific provision of LSI is to provide for some compensation, in terms of career earnings, to an officer in a grade which has comparatively lower or no career prospects. The number of additional increments has purposely been limited to two because the officer is not getting a promotion which is generally marked by an increase equivalent to three increments.21.11 In the context of this review exercise, representations have been made to the effect that many officers who were eligible for LSI with the 2013 PRB Report were no longer eligible for same with the EOAC Report. There is a second category of officers who have been paid one LSI prior to the 2013 PRB Report and a second one in January 2013, but the second increment had to be refunded with the implementation of the EOAC Report. A third category of representation relates to officers who were paid one LSI prior to the 2013 PRB Report and the second one could not be paid following the implementation of ~359~ Pay Review 2016

Conditions of Service Implementation Process and Post Review Mechanism21.12 the EOAC Report. This situation arose because payment of the second21.13 increment has been deferred due to the elongated scales recommended in the21.14 EOAC Report. For the same reason, some officers have had to refund the second increment which was already paid in January 2013 prior to the implementation of the EOAC Report. An analysis of the situations regarding the LSI as enunciated in the above paragraph indicates that they have occurred mainly due to the review of the periodicity of the PRB Report from five to three years and the extension of all salary scales, without transitional provisions, by the EOAC. These categories of officers have claimed that they have been made worse off with the EOAC Report which has not considered LSI as an acquired right. We have made an in-depth study of the whole issue in the context of this review exercise and are making appropriate provision based both on the reinstatement of five year periodicity of the PRB Report and the new policy adopted for salary scales. All grades, other than entry grades or promotional entry grades requiring a degree and grades drawing salary in a scale the maximum of which is not less than Rs 62950 and above, would be eligible for LSI, subject to satisfying all the conditions, as explained in the ensuing paragraphs. (i) An officer would be eligible for the first increment of LSI i.e. movement by one additional salary point to be read from the master salary scale, when he/she satisfies all the following three conditions: (a) he/she reckons 24 years’ service in a single grade; (b) he/she reaches the top salary of the revised salary scale; and (c) he/she stagnates on the top of the revised salary scale for two years. Thereafter, a second and final increment in respect of LSI would be payable to him/her after another period of two years. (ii) Where two or more grades have been (a) merged or (b) restyled to a single appellation or (c) merged and restyled, the aggregate number of years of service in respect of the merged grades or the restyled grades or the merged and restyled grades should be considered for the implementation of paragraph (i) above. (iii) The salary point immediately before the Qualification Bar (QB) in a scale shall be considered as the top salary in respect of an officer, who does not possess the required qualification to cross the QB for the implementation of paragraph (i) above.Pay Review 2016 ~360~

Conditions of Service Implementation Process and Post Review Mechanism (iv) For officers who have been re-deployed by virtue of a decision of Government, and required to perform similar duties under the same or different grade appellation, the aggregate number of years of service should be taken into consideration for the implementation of paragraph (i) above.Payment of Allowances21.15 All previous authority for the payment of allowances, other than those specifically mentioned in the Chapter dealing with the different Ministries/Departments/Organisations, should lapse with the implementation of this Report. Allowances not covered in this Report but which may still be justified would be revised by the Bureau upon submission from the Ministry of Civil Service and Administrative Reforms through the proper channel (Ministries/Departments/Organisations, Parent Ministry wherever applicable and Ministry of Civil Service and Administrative Reforms).Option Option is a post review activity related to implementation of the Report21.16 and falls under the responsibility of the Ministry of Civil Service and Administrative Reforms.21.17 It is understood that acceptance of the revised emoluments and the terms and conditions of service contained in this Report implies that any related emoluments or allowances cannot be the subject of an industrial dispute, in conformity with the Employment Rights Act.21.18 Employees, who, following the implementation of the 2008 PRB Report opted for the revised salaries and conditions of employment but did not opt for the new contributory pension scheme, should be eligible to a monthly pay equivalent to 92% of their revised basic salaries. For all such cases, the salary drawn after the grant of the normal annual increment due on 01 January 2016 should first be hypothetically recomputed to its 100% equivalent which will then convert to its corresponding salary point in the master salary conversion table. The employees would then be eligible to 92% of this salary point.21.19 Employees of the Public Sector who do not opt for the revised salaries and conditions of service contained in this Report should be paid the salary compensation as set out in the Extra Remuneration Act effective from 01 January 2016. ~361~ Pay Review 2016

Conditions of Service Implementation Process and Post Review MechanismApplication/Interpretation of the Report21.20 In general, the Bureau deals with its stakeholders through the MCSAR in respect of salary gradings, review of conditions of service, interpretations/ clarifications, design/re-design of organisation structures and other related ad hoc cases. For this general review exercise which covers the Public Sector and the Private Secondary Schools, our large customer base encompasses around 180 organisations, 300 staff associations, 83000 public officers and 23000 public service pensioners. It is obvious that an exercise of this magnitude cannot be carried out without certain genuine omissions and particular issues involuntarily left out or excluded.21.21 After the publication and approval of the Report, the HR Division of the Ministry of Civil Service and Administrative Reforms has the responsibility for the implementation of the recommendations, subject to appropriate legislation being enacted, where necessary. The Ministry then issues circulars to Supervising Officers of Ministries/Departments, Heads of Parastatal Bodies and Local Authorities, and the Island Chief Executive for the Rodrigues Regional Assembly to inform public officers of the General Recommendations for the signing of Option Forms.21.22 As for the past seven Reports, we are maintaining the usual post review mechanism to deal with and/or look into cases of genuine omissions/ errors and such other matters relating to interpretation/implementation problems. Additionally, we are making new arrangements to assist parties, including employees and staff associations, in the implementation phase.21.23 The Bureau shall, after the publication of this Report, mobilise all its technical staff for a period of three months to receive and provide information to any concerned parties, including employees or union representatives, on any problem arising out of interpretation and/or implementation of this Report. A Communication Desk will be set up to assist employees/union representatives in the implementation issues.21.24 All cases considered to be genuine omissions/errors should continue to be channelled to the Bureau for consideration through the MCSAR within a time frame of three months as from the date of approval of the Report for implementation.21.25 The Bureau would subsequently, examine the cases submitted by the MCSAR as early as possible and would submit its recommendations for immediate action wherever expedient to facilitate implementation.21.26 All cases of omissions/clarifications, including those reported upon for immediate action, shall be compiled and integrated in a separate Addendum Report to the 2016 PRB Report to be published within a periodPay Review 2016 ~362~

Conditions of Service Implementation Process and Post Review Mechanism of 12 months from the date of implementation of the 2016 PRB Report. The Addendum Report should be read along the main Reports.21.27 Any issue emanating from the implementation of the recommendations of21.28 this Report and requiring a fundamental change or is a departure from the21.29 main recommendation would continue to be referred to the High Powered21.30 Committee, chaired by the Secretary to Cabinet and Head of the Civil Service for consideration and appropriate decisions/actions.21.31 After the publication of the Addendum Report of the 2016 PRB Report, any21.32 issue relating to salaries and allowances, except where a specific procedure has been spelt out, may be submitted to the Bureau through the appropriate channel i.e. through the Ministries/ Departments/Organisations, Parent Ministry wherever applicable and the MCSAR as indicated in the Customer Charter of the PRB. To ensure implementation of the recommendations of the 2016 PRB Report, all Ministries/Departments/Organisations should have a dedicated officer – the seniormost officer of the Human Resource Management cadre for monitoring and follow up action. Ministries/Departments/Organisations are urged to complete the implementation process of all recommendations contained in this Report, to the extent possible, in a given time frame not exceeding 24 months to enable them to have the full staff complement and the required work environment, including employee motivation, to meet their mandates. In case of any difficulty arising during the implementation process, organisations may seek the advice of the MCSAR in writing with copy to the Bureau. Following the publication of the 2013 PRB Report, the MCSAR through Circular No. 19 of 2012 informed public officers regarding the setting up of Central Implementation and Monitoring Committee (CIMC) at the level of the Ministry for the smooth and timely implementation of the recommendations of the Report. This Committee is chaired by the Senior Chief Executive of the MCSAR and has as members, representatives of the Prime Minister’s Office, Pay Research Bureau, Ministry of Finance and Economic Development and the Ministry of Civil Service and Administrative Reforms. At its first meeting on 24 April 2013, the CIMC took the decision, among others, that: (v) a Departmental Implementation and Monitoring Committee (DIMC) be set up at the level of Ministries/Departments/Organisations forthwith with the Supervising Officer of the respective Ministries as Chairperson; (vi) the DIMC should meet at least once a month and copy of the notes of meeting should be forwarded to the CIMC; and ~363~ Pay Review 2016

Conditions of Service Implementation Process and Post Review Mechanism21.33 (vii) the CIMC will meet at least once a month to examine all pending21.34 implementation issues.21.35 All the decisions of the CIMC were communicated to Supervising Officers in Charge of Ministries/Departments through Circular Letter No. 31 of 2013.21.36 During consultations with all stakeholders, the Bureau has lengthily put emphasis on the importance and relevant role of the CIMC/DIMC for effective implementation of the PRB Reports. Members were apprised that they should put in place these mechanisms to address implementation issues in a timely and efficient manner. All issues relating to implementation of the 2016 PRB Report should first be looked into by the DIMC which all Ministries/Departments/ Organisations should set up at their level. Unresolved issues at this level should then be forwarded to the CIMC which has been set up at the MCSAR since the last Report. The MCSAR, as the privileged partner of the Bureau, should continue to act as facilitator and accounting body to ensure that relevant recommendations of the Report are approved for implementation, and conditions of service are fully communicated and are efficiently and effectively implemented in a standard and consistent manner. ************Pay Review 2016 ~364~

Conditions of Service Other Pertinent Issues and Recommendations22. OTHER PERTINENT ISSUES AND RECOMMENDATIONSCaution22.1 The Vision 2030 of the Government provides the path way for a shift from a medium income economy to a high income one in the years to come with focus on creation of employment, modernisation of certain existing sectors, alleviating extreme poverty, amongst others.22.2 The recommendations contained in this Report are geared towards the main theme “Transformation of the Public Sector for enhanced service delivery to meet citizens, non-citizens and other stakeholders’ needs” focussing on providing career path, career earnings, conducive work environment, continuous training, digitalisation of work processes with particular attention given to sectors dealing with service to the community.22.3 Our main challenge has been the production of the first triennial Report after the publication of three successive Reports – PRB 2013, Errors, Omissions and Anomalies Committee (EOAC) Report and Committee on Representations arising out of the EOAC Report, while going through all the processes and procedures required for a quinquennial Report. On top of that, the Bureau was also mandated, during the same period, to act as an Independent Salary Commission with the Terms of Reference to review the salaries and conditions of service of employees of the ex-MSIRI and ex-MSA who opted/not opted to join the Mauritius Cane Industry Authority.22.4 It is worth highlighting that during two successive financial years (2014/15 and 2015/16), Government granted Rs 600 across the board and Rs 250 to the lower rung and Rs 150 at the upper echelon to compensate for cost of living allowances. The moreso, the economic growth rate has been under 4% for the recent years.22.5 It is against the above background that the pay package has been worked out taking also into consideration pension contribution, tax element, compensation and other economic issues. With the implementation of this Report, the guaranteed salary shall be the initial of the salary scale or the starting salary of an incumbent in any post and annual incremental increase shall invariably be a variable component based on overall performance and has to be earned. The increments provided in the salary scales would be granted taking into consideration performance, conduct and behaviour, efficiency, diligence including, availability and regularity at work. In several instances, particularly for future entrants, the top salary is only indicative and theoretical as a large number of incumbents leave the grade before reaching the top. The remaining employees would remain in their grade and would reach the top end of their scale generally after 20 to 25 years’ service, subject to satisfactory performance. ~365~ Pay Review 2016

Conditions of Service Other Pertinent Issues and Recommendations22.6 Our survey has once again revealed that much difference still exists between the public and private sector in terms of conditions and security of employment, quality of intake, perquisites, and hours of work, among others. In the 2008 PRB Report, the following has been stated: “It would, therefore, be wrong if private concerns were expected to align or to adjust blindly their salaries in the wake of the recommendations contained in this Report. Whereas we do not dispute that in many instances the need for an increase in pay may in fact be warranted, we fear that if this is done too generally and too lightly, many of the benefits so much expected of this review might well be negated”. We are, maintaining same in this Report.22.7 With a view to adjusting internal relativities of pay of a grade that has fallen out of line with market realities, the following measures have been taken:  maintaining benefits for incumbents in post but recommending that officers in the relevant grades should carry new salaries nearer to market rates;  restructuring has been carried out and incumbents would be required to assume higher responsibilities; and  recruitment would no longer be made to such grades which implicitly carry personal salaries.22.8 The Bureau proposes to continue to keep a watch on the market and may in the light of new development, review the scales for future entrants on need arising.Employees with Disabilities22.9 People with disabilities should enjoy equal rights and opportunities as other people. It has been observed that persons with disabilities have an important role to play and to make a positive contribution in the workplace. The United Nations Convention on the Rights of Persons with Disabilities has mainly stressed on the protection of the rights of disabled persons to just and favourable conditions of work together with safe and healthy working conditions.22.10 The Sixth Central Pay Commission of India has taken note of the problems faced by Government employees with disabilities and recommended various measures to alleviate same including enhanced number of casual leave, among others.22.11 It is to be noted that over the years the Mauritian Government has taken a number of decisions and initiatives to eliminate prejudice and discrimination against persons with disabilities especially as regards their employment and social integration. With Government’s commitment to enable persons with disabilities to take full advantage of opportunities available in a fast developing economy, it is considered that a package of benefits over and above the facilities currently available is desirable for employees in the Public Service.Pay Review 2016 ~366~

Conditions of Service Other Pertinent Issues and Recommendations22.12 In the 2008 PRB Report, recommendations were made to improve the conditions of employees with disabilities. We are, in this Report, maintaining these recommendations.Recommendation 122.13 We again recommend that: (i) Government should continue to make improvement in all office structures and amenities to render work environment user-friendly for employees with disabilities and to ensure them easy access to their place of work; (ii) Government should facilitate inclusion of persons with disabilities in employment; (iii) as far as possible, employees with disabilities should be posted near their place of residence; (iv) handicapping barriers should be removed so that persons with disabilities can easily be integrated in the main stream of the society and can also participate in all activities by the creation of an inclusive society and access of all amenities and facilities; (v) annual casual leave entitlement be 12 days; (vi) employees with disabilities travelling by bus to reach their place of work be allowed to leave office 15 minutes earlier subject to exigencies of the service; and (vii) refund of travelling by bus to attend duty should be by the most practical route though not the most economical one.Schemes of Service22.14 We have in this Report brought a few structural changes, where deemed expedient in a few cadres, consequential amendments would, therefore, have to be brought to the schemes of service of grades to reflect the required profiles and the new roles and responsibilities that would be devolving on incumbents.22.15 Subsequent to the implementation of relevant recommendations made in this Report, appropriate action with regard to schemes of service requiring changes/ amendments as well as specifications of schemes of service for new grades should be taken, as far as possible, within a period of six months.Alignment of Schemes of Service in the Public Sector22.16 We have once again, in this Report, brought certain changes in the qualifications, duties and responsibilities of several grades in the Civil Service. The salaries recommended for the grades take into account all these changes. Moreover, for the sake of harmonisation, identical/comparable grades in the ~367~ Pay Review 2016

Conditions of Service Other Pertinent Issues and Recommendations Parastatal Bodies and Local Authorities, though under different appellations, have been aligned salarywise on their Civil Service counterparts.22.17 Following the revision in the qualification requirements of these grades in the Civil Service, it is necessary that adjustments be made in the schemes of service of the corresponding grades in the Parastatal Bodies and Local Authorities in alignment with what obtains in the Civil Service.Recommendation 222.18 We recommend that where the salaries of identical/comparable grades in Parastatal Bodies and Local Authorities have been aligned on those of the Civil Service, the schemes of service of these grades should, wherever relevant, be amended along similar lines as those of their counterparts in the Civil Service.Mode of Selection/Promotion22.19 During consultations, the Bureau was requested to change existing modes of appointment from promotion to selection and vice versa without reasonable justification. We informed the parties concerned that amendment in schemes of service rests with Federations, Management and the Ministry of Civil Service and Administrative Reforms. After the appropriate procedures have been followed, the Bureau then provides the salary grading for posts wherever there has been amendment in the scheme of service. We have once again refrained from making systemic changes in the existing modes of appointment. We believe that the change in modes of appointment from “promotion” to “selection” or vice versa is a matter for consideration by the Responsible Officer concerned after consultation with relevant stakeholders. In so doing, Responsible Officers may stand guided by the Promotion Framework outlined at Chapter 11 of Volume 1 of this Report. However, we emphasize that the Performance Management Report should be the basis of all promotion exercises.Ensuring Availability of Best Talents22.20 As stated in the last Budget Speech, the Government is providing many incentives to our professionals working abroad to return to their homeland so as their experience and competencies could be judiciously utilised by our citizens as a whole. This scheme would in a way ensure that best talents are made available in our Civil Service. It has always been observed that the disparity between private sector salaries and salaries in the public sector has reduced attractiveness to the public sector as a career option and is a cause for the decline in the quality of intake in the public service.22.21 In many Commonwealth countries, it is noted that appointment to senior positions is made from both within the service and outside candidates. This allows selection from a wider base of qualified and competent people not only from the public and private sectors locally but also from abroad. The SixthPay Review 2016 ~368~

Conditions of Service Other Pertinent Issues and Recommendations Central Pay Commission has recommended for the Indian Civil Service the creation of such posts outside the traditional cadre system. This approach allows more flexibility in the appointment of talents to positions of responsibilities.22.22 The application of a similar policy for filling of senior, professional and managerial positions in the Public Service will allow the entry of new talents as a plus for enhanced service delivery. It will also induce our elite back home. Government may wish to consider the advisability of lateral entry at higher echelon in the service to ensure availability of the best possible talents from within and outside. However, enlistment of such talents should be strictly on functional considerations and such posts should invariably be created outside the existing cadres to be filled by method of open selection.Entertainment Allowance22.23 As pointed out in our previous Reports that some top executives of the public sector are by virtue of their functions and position they occupy, are required to stay connected with people, receive and entertain high officials and reciprocate invitations received. Therefore, the payment of an allowance for entertainment expenses is fully justified.Recommendation 322.24 We recommend that officers of the level of Permanent Secretary and above be paid a monthly entertainment allowance of Rs 7500.Services of Driver to officers eligible for chauffeur driven car22.25 Officers of the level of Permanent Secretary and above are, among others, eligible for a government official car together with the services of a driver. Such officers, due to their nature of work, are often called upon to attend office or to emergencies outside normal working hours and sometimes when their personal drivers are not available. In the context of this review exercise request has been made to allow this category of officers to avail of the services of a driver from the pool in such circumstances. We recommend accordingly.22.26 We further recommend that the MCSAR should set up a mechanism for effective implementation of this provision.“Gender Neutral” Considerations22.27 Gender Neutral policies have become increasingly common throughout the world. To be in line with the above, the Government of Mauritius has a dedicated Ministry to cater for gender issues. Moreover, it is viewed as treating everyone the same and treating officers according to their unique needs. Early versions of the Gender Equality strategy tended towards the gender neutral approach as it focused on equal opportunities for both sexes. In Mauritius, there are several ~369~ Pay Review 2016

Conditions of Service Other Pertinent Issues and Recommendationslaws that provide for the elimination of any form of discrimination. The SexDiscrimination Act provides for gender equality. The Equal Opportunities Actalso makes provision for the equal participation of women and men in allspheres of life. Job classification/appellation has therefore been renderedgender neutral. ************Pay Review 2016 ~370~

Conditions of Service Conclusions 23. CONCLUSION23.1 In attunement with our theme - the Transformation of the Public Sector for enhanced service delivery to meet citizens, non-citizens and other stakeholders’ needs, we have set the appropriate pay and grading structures and conditions of service to promote efficiency, productivity and performance of employees. It is our expectations that the new pay package will provide the drive for employees to deliver with high ethical standards, fairness, objectivity and effectiveness while remaining courteous and attentive to the customer needs. ************ ~371~ Pay Review 2016

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